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• Cover
• Title Page
• Copyright
• Dedication
• Preface
• Contents
• UNIT I The Critical Triad: Decision Making, Management, and Leadership
• 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management
• Introduction
• Decision Making, Problem Solving, Critical Thinking, Clinical Reasoning, and Elastic Thinking
• Vicarious Learning to Increase Problem-Solving and Decision-Making Skills
• Case Studies, Simulation, and Problem-Based Learning
• The Marquis–Huston Critical-Thinking Teaching Model
• Theoretical Approaches to Problem Solving and Decision Making
• Traditional Problem-Solving Process
• Managerial Decision-Making Models
• The Nursing Process
• Integrated Ethical Problem-Solving Model
• Intuitive Decision-Making Models
• Critical Elements in Problem Solving and Decision Making
• Define Objectives Clearly
• Gather Data Carefully
• Take the Time Necessary
• Use an Evidence-Based Approach
• Generate Numerous Alternatives
• Think Logically
• Choose and Act Decisively
• Individual Variations in Decision Making
• Sex
• Values
• Life Experience
• Individual Preference
• Brain Hemisphere Dominance and Thinking Styles
• Overcoming Individual Vulnerability in Decision Making
• Values
• Life Experience
• Individual Preference
• Individual Ways of Thinking
• Decision Making in Organizations
• Effect of Organizational Power
• Rational and Administrative Decision Making
• Decision-Making Tools
• Decision Grids
• Payoff Tables
• Decision Trees
• Consequence Tables
• Logic Models
• Program Evaluation and Review Technique
• Pitfalls in Using Decision-Making Tools
• Integrating Leadership Roles and Management Functions in Decision Making
• Additional Learning Exercises and Applications
• 2 Classical Views of Leadership and Management
• Introduction
• Management
• Historical Development of Management Theory
• Leadership
• Historical Development of Leadership Theory (1900 to Present)
• Integrating Leadership Roles and Management Functions
• Additional Learning Exercises and Applications
• 3 Twenty-First Century Thinking About Leadership and Management
• Introduction
• New Thinking About Leadership and Management
• Strengths-Based Leadership and the Positive Psychology Movement
• Appreciative Leadership and Appreciative Inquiry
• Level 5 Leadership
• Servant Leadership
• Principal Agent Theory
• Human and Social Capital Theory
• Emotional Intelligence
• Authentic Leadership
• Thought Leadership and Rebel Leadership
• Agile Leadership
• Reflective Thinking and Practice
• Quantum Leadership
• Transition From Industrial Age Leadership to Relationship Age Leadership to Build Employee Engagement
• Integrating Leadership Roles and Management Functions in the 21st Century
• Additional Learning Exercises and Applications
• UNIT II Foundation for Effective Leadership and Management: Ethics, Law, and Advocacy
• 4 Ethical Issues
• Introduction
• Moral Issues Faced by Nurses
• Ethical Frameworks for Decision Making
• Principles of Ethical Reasoning
• Autonomy (Self-Determination)
• Beneficence (Doing Good)
• Paternalism
• Utility
• Justice (Treating People Fairly)
• Veracity (Truth Telling)
• Fidelity (Keeping Promises)
• Confidentiality (Respecting Privileged Information)
• Codes of Ethics and Professional Standards
• Ethical Problem Solving and Decision Making
• The Traditional Problem-Solving Process
• The Nursing Process
• The Moral Decision-Making Model
• Working Toward Ethical Behavior as the Norm
• Separate Legal and Ethical Issues
• Collaborate Through Interprofessional Ethics Committees
• Use Institutional Review Boards Appropriately
• Role Model and Encourage Ethical Behavior
• Integrating Leadership Roles and Management Functions in Ethics
• Additional Learning Exercises and Applications
• 5 Legal and Legislative Issues
• Introduction
• Sources of Law
• Types of Laws and Courts
• Legal Doctrines and the Practice of Nursing
• Professional Negligence (Malpractice)
• Elements of Malpractice
• Being Sued for Malpractice
• Avoiding Malpractice Claims
• Extending the Liability
• Incident Reports and Adverse Event Forms
• Intentional Torts
• Other Legal Responsibilities of the Manager
• Informed Consent
• Medical Records
• The Patient Self-Determination Act
• Good Samaritan Laws
• Health Insurance Portability and Accountability Act of 1996
• Legal Considerations of Managing a Diverse Workforce
• Professional Versus Institutional Licensure
• Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
• Additional Learning Exercises and Applications
• 6 Patient, Subordinate, Workplace, and Professional Advocacy
• Introduction
• Becoming an Advocate
• Patient Advocacy
• Patient and Family Engagement
• Person- and Family-Centered Care
• Patient Rights
• The Right to Die Movement and Physician-Assisted Suicide
• Subordinate and Workplace Advocacy
• Whistleblowing as Advocacy
• Professional Advocacy
• Nursing’s Advocacy Role in Legislation and Public Policy
• Nursing and the Media
• Integrating Leadership Roles and Management Functions in Advocacy
• Additional Learning Exercises and Applications
• UNIT III Roles and Functions in Planning
• 7 Organizational Planning
• Introduction
• Visioning: Looking to the Future
• Proactive Planning
• Forecasting
• Strategic Planning at the Organizational Level
• SWOT Analysis
• Balanced Scorecard
• Strategic Planning as a Management Process
• Who Should Be Involved in Strategic Planning?
• Organizational Planning: The Planning Hierarchy
• Vision and Mission Statements
• Organizational Philosophy
• Goals and Objectives
• Policies and Procedures
• Rules
• Overcoming Barriers to Planning
• Integrating Leadership Roles and Management Functions in Planning
• Additional Learning Exercises and Applications
• 8 Planned Change
• Introduction
• Lewin’s Change Theory of Unfreezing, Movement, and Refreezing
• Unfreezing
• Movement
• Refreezing
• Lewin’s Change Theory of Driving and Restraining Forces
• A Contemporary Adaptation of Lewin’s Model
• Classic Change Strategies
• Resistance: The Expected Response to Change
• Planned Change as a Collaborative Process
• The Leader-Manager as a Role Model During Planned Change
• Organizational Change Associated with Nonlinear Dynamics
• Complexity and Complex Adaptive Systems Change Theory
• Chaos Theory
• Organizational Aging: Change as a Means of Renewal
• Integrating Leadership Roles and Management Functions in Planned Change
• Additional Learning Exercises and Applications
• 9 Time Management
• Introduction
• Three Basic Steps to Time Management
• Taking Time to Plan and Establishing Priorities
• The Time-Efficient Work Environment
• Priority Setting and Procrastination
• Making Lists
• Reprioritizing
• Dealing with Interruptions
• Time Wasters
• Personal Time Management
• Using a Time Inventory
• Integrating Leadership Roles and Management Functions in Time Management
• Additional Learning Exercises and Applications
• 10 Fiscal Planning and Health Care Reimbursement
• Introduction
• Balancing Cost and Quality
• Responsibility Accounting
• Budget Basics
• Steps in the Budgetary Process
• Types of Budgets
• The Personnel Budget
• The Operating Budget
• The Capital Budget
• Budgeting Methods
• Incremental Budgeting
• Zero-Based Budgeting
• Flexible Budgeting
• Performance Budgeting
• Critical Pathways and Variance Analysis
• Health Care Reimbursement
• Medicare and Medicaid
• The Prospective Payment System
• Managed Care
• Types of Managed Care Organizations
• Medicare and Medicaid Managed Care
• Proponents and Critics of Managed Care Speak Up
• The Future of Managed Care
• Health Care Reform Efforts: The Patient Protection and Affordable Care Act. What Comes Next?
• Bundled Payments
• Accountable Care Organizations
• Hospital Value-Based Purchasing
• The Patient-Centered Medical Home
• Health Insurance Marketplaces
• Outcomes of the Affordable Care Act
• Integrating Leadership Roles and Management Functions in Fiscal Planning
• Additional Learning Exercises and Applications
• 11 Career Planning and Development in Nursing
• Introduction
• Career Stages
• Justifications for Career Development
• Individual Responsibility for Career Development
• The Organization’s Role in Employee Career Development
• Career Coaching
• Management Development
• Promotion: A Career Management Tool
• Continued Competency as Part of Career Development
• Mandatory Continuing Education to Promote Continued Competence
• Professional Specialty Certification
• Reflective Practice and the Professional Portfolio
• Career Planning and the New Graduate Nurse
• Transition-to-Practice Programs/Residencies for New Graduate and Experienced Nurses in New Roles
• Resumé Preparation
• Resumé Format
• Integrating Leadership Roles and Management Functions in Career Planning and Development
• Additional Learning Exercises and Applications
• UNIT IV Roles and Functions in Organizing
• 12 Organizational Structure
• Introduction
• Formal and Informal Organizational Structure
• Organizational Theory and Bureaucracy
• Components of Organizational Structure
• Relationships and Chain of Command
• Span of Control
• Managerial Levels
• Centrality
• Limitations of Organization Charts
• Types of Organizational Structures
• Line Structures
• Ad Hoc Design
• Matrix Structure
• Service Line Organization
• Flat Designs
• Decision Making Within the Organizational Hierarchy
• Stakeholders
• Organizational Culture
• Shared Governance: Organizational Design for the 21st Century
• Magnet Designation and Pathway to Excellence
• Committee Structure in an Organization
• Responsibilities and Opportunities of Committee Work
• Integrating Leadership Roles and Management Functions Associated with Organizational Structure
• Additional Learning Exercises and Applications
• 13 Organizational, Political, and Personal Power
• Introduction
• Understanding Power
• Gender and Power
• Power and Powerlessness
• Types of Power
• The Authority–Power Gap
• Bridging the Authority–Power Gap
• Empowering Subordinates
• Mobilizing the Power of the Nursing Profession
• An Action Plan for Increasing Professional Power in Nursing
• Strategies for Building a Personal Power Base
• Maintain Personal Energy
• Present a Powerful Picture to Others
• Work Hard and Be a Team Player
• Determine the Powerful in the Organization
• Learn the Language and Symbols of the Organization
• Learn How to Use the Organization’s Priorities
• Increase Professional Skills and Knowledge
• Maintain a Broad Vision
• Use Experts and Seek Counsel
• Be Flexible
• Develop Visibility and a Voice in the Organization
• Learn to Accept Compliments
• Maintain a Sense of Humor
• Empower Others
• The Politics of Power
• Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations
• Additional Learning Exercises and Applications
• 14 Organizing Patient Care
• Introduction
• Traditional Models of Patient Care Organization
• Total Patient Care Nursing or Case Method Nursing
• Functional Method
• Team Nursing
• Modular Nursing
• Primary Nursing
• Interprofessional/Multidisciplinary Health Care Teams
• Registered Nurse Primary Care Coordinators in Patient-Centered Medical Homes
• Case Management
• Case Management of Disease Management Programs
• Selecting the Optimum Mode of Organizing Patient Care
• New Roles in the Changing Health Care Arena: Nurse Navigators and Clinical Nurse-Leaders
• Nurse Navigators
• The Clinical Nurse-Leader
• Integrating Leadership Roles and Management Functions in Organizing Patient Care
• Additional Learning Exercises and Applications
• UNIT V Roles and Functions in Staffing
• 15 Employee Recruitment, Selection, Placement, and Onboarding
• Introduction
• Predicting Staffing Needs
• Is There a Nursing Shortage?
• Supply and Demand Factors Leading to a Potential Nursing Shortage
• Demand
• Supply
• Recruitment
• The Nurse-Recruiter
• The Relationship Between Recruitment and Retention
• Interviewing as a Selection Tool
• Limitations of Interviews
• Overcoming Interview Limitations
• Planning, Conducting, and Controlling the Interview
• Evaluation of the Interview
• Legal Aspects of Interviewing
• Tips for the Interviewee
• Selection
• Educational and Credential Requirements
• Reference Checks and Background Screening
• Preemployment Testing
• Physical Examination as a Selection Tool
• Making the Selection
• Finalizing the Selection
• Placement
• Onboarding
• Induction
• Orientation
• Integrating Leadership Roles and Management Functions in Employee Recruitment, Selection, Placement, and Onboarding
• Additional Learning Exercises and Applications
• 16 Educating and Socializing Staff in a Learning Organization
• Introduction
• The Learning Organization
• Staff Development
• Training Versus Education
• Responsibilities of the Education Department
• Learning Theories
• Adult Learning Theory
• Social Learning Theory
• Other Learning Concepts
• Assessing Staff Development Needs
• Evaluation of Staff Development Activities
• Shared Responsibility for Implementing Evidence-Based Practice
• Socialization and Resocialization
• Socialization of the New Nurse: Overcoming Reality Shock
• Resocialization of the Experienced Nurse
• The Socialization and Orientation of New Managers
• Socializing International Nurses
• Clarifying Role Expectations Through Role Models, Preceptors, Mentors, and Coaches
• Overcoming Motivational Deficiencies
• Positive Sanctions
• Negative Sanctions
• Meeting the Educational Needs of a Diverse Staff
• Integrating Leadership and Management in Team Building Through Socializing and Educating Staff in a Learning Organization
• Additional Learning Exercises and Applications
• 17 Staffing Needs and Scheduling Policies
• Introduction
• Management’s Responsibilities in Meeting Staffing Needs
• Centralized and Decentralized Staffing
• Staffing and Scheduling Options
• Ten- or Twelve-Hour Shifts
• Agency and Travel Nurses
• Per Diem Employment and Float Pools
• Flextime Scheduling
• Self-Scheduling
• Shift Bidding
• Evaluating Changes to Staffing and Scheduling Policies
• Workload Measurement Tools
• The Relationship Between Nursing Care Hours, Staffing Mix, and Quality of Care
• Should Minimum Registered Nurse to Patient Staffing Ratios Be Mandated?
• Establishing and Maintaining Effective Staffing Policies
• The Impact of Nursing Staff Shortages on Staffing
• Fiscal and Ethical Accountability for Staffing
• Generational Considerations for Staffing
• Developing Staffing and Scheduling Policies
• Integrating Leadership Roles and Management Functions in Staffing and Scheduling
• Additional Learning Exercises and Applications
• UNIT VI Roles and Functions in Directing
• 18 Creating a Motivating Climate
• Introduction
• Motivation
• Intrinsic Versus Extrinsic Motivation
• Motivational Theory
• Maslow
• Skinner
• Herzberg
• Vroom
• McClelland
• Gellerman
• McGregor
• Strategies for Creating a Motivating Climate
• Worker Engagement
• Worker Empowerment
• Positive Reinforcement
• Incentives and Rewards
• The Relationship Between the Employee and Their Supervisor
• Self-Care
• Integrating Leadership Roles and Management Functions in Creating a Motivating Climate at Work
• Additional Learning Exercises and Applications
• 19 Organizational, Interpersonal, and Group Communication in Team Building
• Introduction
• The Communication Process
• Variables Affecting Organizational Communication
• Organizational Communication Strategies
• Channels of Communication
• Communication Modes
• Elements of Nonverbal Communication
• Silence
• Space (Proxemics)
• Environment
• Appearance
• Eye Contact
• Posture
• Gestures
• Facial Expression and Timing
• Vocal Expression
• Assertive, Passive, Aggressive, and Passive–Aggressive Verbal Communication Skills
• SBAR, ISBAR, ANTICipate, and I-PASS as Verbal Communication Tools
• Listening Skills
• Written Communication Within the Organization
• Technology as a Tool in Contemporary Organizational Communication
• The Internet
• Hospital Information Systems and Intranets
• Wireless Local Area Networking
• Social Media and Organizational Communication
• Electronic Health Records
• Ransomware and Cyber Attacks
• Communication, Confidentiality, and Health Insurance Portability and Accountability Act
• Group Communication
• Group Dynamics
• Group Task Roles
• Group-Building and Maintenance Roles
• Individual Roles of Group Members
• Communication and Team Building
• Integrating Leadership and Management in Organizational, Interpersonal, and Group Communication in Team Building
• Additional Learning Exercises and Applications
• 20 Delegation
• Introduction
• Delegating Effectively
• Identify Necessary Skill and Education Levels
• Plan Ahead; Delegate Before You Become Overwhelmed
• Select and Empower Capable Personnel
• Communicate the Goals of the Delegation Clearly
• Set Deadlines and Monitor Progress
• Monitor the Delegated Task and Provide Guidance
• Evaluate Performance
• Reward the Completion of Successfully Delegated Tasks
• Common Delegation Errors
• Underdelegating
• Overdelegating
• Improper Delegating
• Delegation as a Function of Professional Nursing
• Delegating to Unlicensed Assistive Personnel
• Nursing Assistive Personnel Scope of Practice
• Subordinate Resistance to Delegation
• Delegating to a Multicultural Work Team
• Integrating Leadership Roles and Management Functions in Delegation
• Additional Learning Exercises and Applications
• 21 Conflict, Workplace Violence, and Negotiation
• Introduction
• The History of Conflict Management
• Intergroup, Intrapersonal, and Interpersonal Conflict
• The Conflict Process
• Conflict Management
• Compromising
• Competing
• Cooperating/Accommodating
• Smoothing
• Avoiding
• Collaborating
• Managing Unit Conflict
• Bullying, Incivility, Mobbing, and Workplace Violence
• Definitions
• Workplace Violence: Scope of the Problem
• Consequences of Workplace Violence
• Whose Problem Is It?
• Strategies to Address the Problem
• Negotiation
• Before the Negotiation
• During the Negotiation
• Destructive Negotiation Tactics
• Closure and Follow-Up to Negotiation
• Alternative Dispute Resolution
• Seeking Consensus
• Integrating Leadership Skills and Management Functions in Addressing Conflict, Workplace Violence, and Negotiation
• Additional Learning Exercises and Applications
• 22 Collective Bargaining, Unionization, and Employment Laws
• Introduction
• Unions and Collective Bargaining
• Historical Perspective of Unionization in America
• Effective Labor–Management Relations
• Union Representation of Nurses
• American Nurses Association and Collective Bargaining
• Employee Motivation to Join or Reject Unions
• Common Reasons Nurses Join Unions
• Common Reasons Nurses Do Not Join Unions
• Averting the Union
• Union-Organizing Strategies
• Steps to Establish a Union
• The Managers’ Role During Union Organizing
• The Nurse as Supervisor: Eligibility for Protection Under the National Labor Relations Act
• Employment Legislation
• Labor Standards
• Minimum Wages and Maximum Hours
• The Equal Pay Act of 1963
• Equal Employment Opportunity Laws
• Civil Rights Act of 1964
• Age Discrimination and Employment Act
• Sexual Harassment
• Legislation Affecting Americans with Disabilities
• Veterans Readjustment Assistance Act
• The Occupational Safety and Health Act
• State Health Facilities Licensing Boards
• Integrating Leadership Skills and Management Functions When Working with Collective Bargaining, Unionization, and Employment Laws
• Additional Learning Exercises and Applications
• UNIT VII Roles and Functions in Controlling
• 23 Quality Control in Creating a Culture of Patient Safety
• Introduction
• Defining Quality Health Care
• Quality Control as a Systematic Process
• FOCUS PDCA
• The Development of Standards
• Audits as a Quality Control Tool
• Outcome Audit
• Process Audit
• Structure Audit
• Standardized Nursing Languages
• Quality Improvement Models
• Total Quality Management
• Who Should Be Involved in Quality Control?
• Quality Measurement as an Organizational Mandate
• Professional Standards Review Organizations
• The Prospective Payment System
• The Joint Commission
• Sentinel Event Reporting
• ORYX
• Core Measures
• National Patient Safety Goals
• Medication Reconciliation
• Centers for Medicare & Medicaid Services
• Hospital Consumer Assessment of Healthcare Providers and Systems Survey
• Multistate Nursing Home Case Mix and Quality Demonstration
• National Committee for Quality Assurance
• National Database of Nursing Quality Indicators
• Report Cards
• Medical Errors: An Ongoing Threat to Quality of Care
• Reporting and Analyzing Errors in a Just Culture
• The Leapfrog Group
• Six Sigma Approach and Lean Manufacturing
• Reforming the Medical Liability System
• Are We Making Progress?
• Integrating Leadership Roles and Management Functions with Quality Control
• Additional Learning Exercises and Applications
• 24 Performance Appraisal
• Introduction
• Using the Performance Appraisal to Motivate Employees
• Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
• Performance Appraisal Tools
• Trait Rating Scales
• Job Dimension Scales
• Behaviorally Anchored Rating Scales
• Checklists
• Essays
• Self-Appraisals
• Management by Objectives
• Peer Review
• The 360-Degree Evaluation
• Strategies for Planning and Executing a Successful Performance Appraisal Interview
• Before the Interview
• During the Interview
• After the Interview
• Performance Management
• Coaching: A Mechanism for Informal Performance Appraisal
• Becoming an Effective Coach
• When Employees Appraise Their Manager’s Performance (Upward Appraisals)
• Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
• Additional Learning Exercises and Applications
• 25 Problem Employees: Rule Breakers, Marginal Employees, and Those with Substance Use Disorder
• Introduction
• Constructive Versus Destructive Discipline
• Self-Discipline and Group Norms
• Fair and Effective Rules
• Discipline as a Progressive Process
• Disciplinary Strategies for the Manager
• Performance Deficiency Coaching
• Disciplining the Unionized Employee
• The Disciplinary Conference
• Reason for Disciplinary Action
• Employee’s Response to Disciplinary Action
• Rationale for Disciplinary Action
• Clarification of Expectations for Change
• Agreement and Acceptance of Action Plan
• The Environment for Discipline
• Timing and Conference Length
• Closure
• The Termination Conference
• Grievance Procedures
• Formal Process
• Arbitration
• Rights and Responsibilities in Grievance Resolution
• Transferring Employees
• The Marginal Employee
• The Impaired Employee/Substance Use Disorder
• Prevalence of SUD in Nursing
• Drug Diversion
• Commonly Misused or Abused Drugs
• Recognizing the Employee with Substance Use Disorder
• Confronting the Employee with Substance Use Disorder
• The Manager’s Role in Assisting the Employee with SUD
• The Recovery Process
• State Board of Nursing Treatment Programs
• The Impaired Employee’s Reentry to the Workplace
• Integrating Leadership Roles and Management Functions When Dealing with Problem Employees
• Additional Learning Exercises and Applications
• Appendix Solutions to Selected Learning Exercises
• Index